Establishing and Measuring Individual Performance to Product Quality Standards

  • Thread starter YankInOz - 2009
  • Start date
Y

YankInOz - 2009

#1
What part does (or should) a Quality Manager play in establishing and monitoring an individual's performance to meeting product quality?

I have been told to develop such a system, but feel very uncomfortable about it especially after spending the past several years saying that I 'audit processes and not people'.

Does anyone feel that this is a counterproductive approach to quality, or am I just looking at it from a very narrow angle?
 
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SteveK

#2
As a QM I do this via the auspices of my Training SOP (procedure) within the QMS. The individual training files then show competence in a particular work area – which could be competence in computer processing or assembling a particular product.

Extract:

Personnel whom have been found to complete a specific task or process as stated in 3.1, will be certified as being “Competent”. The details of personnel will be recorded on the “Training Record Card” (DOC 13.01B). The employee and the authorised trainer will both verify this status on the “Training Record Card” (DOC 13.01B).
Where necessary, if an employee’s quality of performance has been found to be declining and/or where re-occurring non-conformities have been traced, a retraining programme will be reviewed and performed.

Training requirements are then reviewed annually and a note made of any conducted (or not required) again on a record card.
Hope this helps.
 
Y

YankInOz - 2009

#3
Yes, but that is fundamental to having a QMS (6.2.2). But what about ongoing assessment? Once someone is trained and deemed competent, should the responsibility of ensuring ongoing individual performance be that of the QM or the immediate supervisor?

The standard talks about 'process performance and product conformity', but I don't see anything that mentions individual performance.

If 50 operators are trained to do a task and are deemed competent, yet 3 are found to be generating non-conformances, who would have the responsibility for monitoring and investigating? The QM? Their supervisor?

I'm thinking that this steps into the realm of performance management and away from quality management. Yes, performance issues could be the result of training and that has to be fed into the QMS to assess training, etc.

So, who should be making the call on individual performance?
 

Jim Wynne

Staff member
Admin
#4
Yes, but that is fundamental to having a QMS (6.2.2). But what about ongoing assessment? Once someone is trained and deemed competent, should the responsibility of ensuring ongoing individual performance be that of the QM or the immediate supervisor?

The standard talks about 'process performance and product conformity', but I don't see anything that mentions individual performance.

If 50 operators are trained to do a task and are deemed competent, yet 3 are found to be generating non-conformances, who would have the responsibility for monitoring and investigating? The QM? Their supervisor?

I'm thinking that this steps into the realm of performance management and away from quality management. Yes, performance issues could be the result of training and that has to be fed into the QMS to assess training, etc.

So, who should be making the call on individual performance?
The person who makes the call on individual performance is the person assigned by company leadership to do it. There is no standard that limits what a QM or engineering manager, or production manager can or should do. If you feel uncomfortable with it in your present situation, you should talk it over with the person who made the decision.
 
T

Tony C

#5
I would be happy as a Quality Manager to share in establishing and measuring individual performance. It means you have the opportunity to contribute to the way this is conducted. It should not mean you have to do the measuring but you can outline the criteria you would expect an individual to meet in contributing to the overall quality objectives of the organisation. The individual's direct Manager would normally measure performance.

Regards,

Tony
 

Raffy

Quite Involved in Discussions
#6
Hi
In my previous company, a plan was established to monitor and measure the quality objectives that will assess the opportunities for improvement of the company, department and individual goals.
The Quality Objectives is consistent within the requirements of the Quality Policy.
We have Company Goals, Department Goals and Individual Goals. They are all linked to a common goal. Example. Company Goal & Department- ISO9001 Compliance. Action plan are generated to support the company and department goal. In the individual goals, action plan is also generated to support the goals. Therefore, the action plan that must be created or established are the following: 100% Internal Audit Action Item Efficiency; 100% Document Review; Zero (0) Customer Complaint.
The said individual goals are monitored to track the performance of the individual. A system will be created what are the percentage an individual may have for the year.
Hope this helps.
Best regards,
raffy :cool:
 
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